Aug 2025 – Present · 7 mos

Jul 2015 – Sep 2025 · 10 yrs 2 mos

• Provide strategy and leadership for operations and systems transformation of Retail Credit and Fraud organization. 10 direct, 800 indirect reports.
• ► Shifted team mindset from operational to transformational, enabling 2500+ production implementations per year, increasing employee engagement YoY, and lowering employee turnover to record lows for geographic area.
• ► Facilitated business transformation by creating an agile operative environment and establishing standards for program management, governance, and SDLC processes.
• ► Reduced 90% of mainframe and legacy infrastructure for Collections and Recovery functions, with 50% reduction in deployment time and driving >95% recovery rate of billions in defaulted loans.
• ► Consolidated Credit and Default Management data across 5 global data centers, adopting big data approach, cloud migration, and deploying ML tools to drive key data insights and visualization.
• ► Introduced Digital Collections and Core Collections solution utilizing big data ecosystem for 50%+ digital penetration in delinquent customer population.
• ► Mitigated stability and cyber security issues in Retail Credit Risk functions that manage billions of dollars in new account requests and outstanding customer credit across 37 markets.
• ► Led team to create scalable, AI/ML-enabled ecosystem to support customer decision management. Reduced data acquisition timelines from 12 mths. to 3, and costs by ¾’s.
• ► Led overhaul of legacy Fraud management system for Retail Banking. Initiated digital fraud detection capabilities within end-to-end customer journeys, leveraging behavioral pattern matching and anomaly detection and consortium data capabilities. Resulted in 70% drop in eternal attacks and 3x increase in change pace.
• ► Built business-focused analytics front-end teams (Asia, Europe, and South America) co-located with business operations. Established central data governance and compliance management team, improving customer outreach and penetration.

Apr 2014 – Jul 2015 · 1 yr 3 mos

• Led targeted effort to define HSBC IT strategy for a $5B organization with 35K FTEs. Managed 5 direct reports and ~100 indirect reports. Reported to the CIO of HSBC IT (Head of Software Development).
• ► Consolidated HSBC IT into single organization, with increased functional focus on each global business, enabling improvement of project prioritization, accelerating product delivery, and reducing costs within a rapidly evolving external competitive landscape.
• ► Engaged best-in-class internal and external benchmarking for overall performance, structure, and governance.
• ► Subdivided initiative into 16 distinct workstreams, each sponsored by a functional CIO, a dedicated team of leaders, and a support staff to successfully drive results. Built structured plan to define and attain agreed outcomes within 4 months.
• ► Established an IT execution mechanism that reduced overall cost by 25% and quarterly planning and funding cycles vs. former annualized approach.
• ► Rationalized vendor management and technology proliferation with effective procurement and architecture governance principles and best practices.

Jan 2011 – Apr 2014 · 3 yrs 3 mos

• Provided leadership for workflow and process management, content management, customer communications, decision support systems, and robotic process automation. Managed 10 direct reports and 2K FTE across 18 geographic areas to support entire HSBC bank.
• ► Enabled HSBC to comply with KYC and FCC requirements under DPA. Led development of baseline product based on series of single market-driven sprints, which were then adapted to multiple market requirements. Integrated validation rules built into centralized decision-making platform which governed complex customer KYC requirements and validated FCC against consortium and internal customer data.
• ► Headed Technology Global Mortgage Proposition and reduced delays and cost overruns by simplifying design to support processing of 11%+ global trade. Led agile development of end-to-end BPM-based Mortgage Proposition and core data architecture, integrating with regional origination systems. Developed mobile app. to support and improve productivity of Mortgage Agents. Reduced time-to-market in highly regulated UK ecosystem and enabled rapid expansion of Mortgage Proposition across Asia and UK.
• ► Simplified global, multi-channel customer communications ecosystem by designing/deploying high-throughput integrated application. Engaged customers with SMS, in-application messaging, email and print channels, driven by rules governing market, and integrated with customer preference management.
• ► Modernized print management lifecycle and facilitated transition from paper-based to digital document management by migrating legacy/mainframe-based systems to distributed platform and 3K+ print templates off to new platform.
• ► Initiated global re-write program to demise 200+ legacy platforms on a risk-based re-write or lift and shift strategy, reducing operational risk, cost, and time to change. Segregated content management from process management and moved key customer content to secured and centralized content management solution.

Jun 2010 – Feb 2013 · 2 yrs 8 mos

• Headed Orchestration, Decision Support, Fraud and Risk Management. Provided leadership to 8 direct reports and 1000 FTE across 3 geographic footprints supporting the whole company. Reported to CIO HSBC Retail & Digital.
• ► Key driver of platform consolidation and innovation to transform globally federated franchised operations of HSBC to singular global bank entity.
• ► Implemented project planning, management and governance structures to ensure overall control and testing automation, which increased speed and hygiene of test cycles.
• ► Upgraded bank’s architecture, design, development, and implementation capabilities to facilitate innovation and product development from the ground up.
• ► Guided global team to modify release planning processes while ensuring buy-in and alignment between component teams.
• ► Established clear capacity planning, onboarding, and training process to meet the upcoming demand—scaling team 4x in less than 6 months.
• ► Embedded engineering within Implementation Management team to ensure smooth transition to production.
• ► Implemented release “pods” and created closer alignment of onshore and offshore development teams, increasing cooperation across cultural and geographic boundaries.
• ► Reduced costs 50%, improved software output quality, and slashed errors 70%+.

May 2009 – Jun 2010 · 1 yr 1 mo

• Headed operations for onboarding of loan acquisitions from Direct and Correspondents, process transformations, and technology implementations. Managed 8 direct reports and 300 FTE across 2 geographic footprints. Reported to Head of Servicing and Collections, Mortgage Services.
• ► Created cross-functional team across sales, underwriting, and mortgage servicing to enable smooth and efficient end-to-end origination process.
• ► Leveraged Six Sigma and lean process design approach, with strong technical automation and content management, improving productivity.
• ► Boosted input data quality 50% and cost reduction.
• ► Streamlined loan operational processes creating specialized functional groups and rolling out employee cross-training, increasing employee retention and productivity of operations team to handle increased loan volumes.
• ► Created online, automated pricing mechanism where third-party correspondents could upload loans and receive committed pricing. New process reduced 90% of manual activity and allowed rapid settlement of loan purchase, positioning HSBC as the preferred choice of correspondents.
• ► Led creation of systemic data capture, incentive calculation, and pay management system that elevated collections operations productivity and employee satisfaction by directly tying behaviors, performance, and productivity to incremental rewards.
• ► Developed and deployed an end-to-end workflow, digital/paperless process that ensured high data quality at origination and seamless interaction between front- and back-office operations, eliminating rework. Segmented high-value activity, transferring low-value recurring activity to lower-cost geographies. Drove 3X improvement in loan processing cycle time, with 50% reduction in calls between front- and back-office.